Best Practices For Effective And Complete Mapping - UCOP

Process Mapping for Productivity - 201Review Session One highlightsMapping: Value, DifferentiatePractical Benefits (goals, objectives)Best Practices by Phase:Shaping the EffortContext, Framing, [iteration]Facilitation and FlowMaximizing Success and Closing3/23/20162

Process ‘101’ Topics(Today’s Agenda)Process Mapping Overview, DefinitionsValue PropositionPotential Benefits of Process MappingSession1:theHighlightsWhy and When to capture Process?Notation Symbols and Event FlowProcess Capture roles and approachStandards, Styles, ExamplesUseful Resources and ContactsRecap from Process capture sessionWrap-up and Feedback(101)3/23/20163

Process ‘101’ Topics(Today’s Agenda)Process Mapping Overview, DefinitionsValue PropositionPotential Benefits of Process MappingWhy and When to capture Process?Notation Symbols and Event FlowProcess Capture roles and approachStandards, Styles, ExamplesUseful Resources and ContactsWrap-up and Feedback3/23/201643/23/20164

Related Definitionsrecap“Process Model” [from UC EA Glossary] In ContextA representative depiction of a sequence of events [or “tasks”]which cause action and the associated sequence of events andrules involved in decision making and information flow along theevent “steps” that progress to achieve the desired end state oroutcome.“Process Modelling”“A set of practices or tasks that companies can perform to visuallydepict or describe all the aspects of a business process, including itsflow, control and decision points, triggers and conditions for activityexecution, the context in which an activity runs, and associatedresources.”3/23/20165

Process Capture and Flow, Icons recapWhat we discussed was .And theprimarysymbols,again are 3/23/20166

Value of Process MappingrecapThe practice of capturing the various components of what anorganization, department, or business unit’s functions performunder routine operation which has impact on the organization insome measurable way.Yet actually, Process Mapping is The linkage between these often disparate yet related models isthe essence of Process Mapping. An understanding of theOrganizational Structure is essential to the arrangement ofthese activities in a way that catalogues and depicts theorganization’s operational capacities.3/23/20167

Event flow and chainingreview, How-toThe flow is shown below to depict the progressof the Process; we chain in sequence (L R).InputOutputStatechangeVerb,Activity, Task or Transitive“Event”Can be an [human]interaction or an“Inbound object” or evena causative eventResult set orActivity, action or‘next event’Mind the accuracy of the tense and the maintenance of ”levels” at the outset3/23/20168

Making the LeapProcess Modelling is more about understandingworkflow and interactions Mapping is about outliningthe core business functions: capturing Processes,charting relationships, grouping like Process families.Key differentiators in a “Mapping Effort”Mapping is the practice of capturing the various components ofwhat the organization, department, or business unit functions doroutinely; all of which have impact on the organization in somemeasurable way. Understanding the linkage between distinct, yetrelated work types is the essence of Process Mapping.3/23/20169

Process Mapping: Practical Benefits reviewUnderstanding key process inputs and position in largercontext w/i organization, establishes value of role/functionDefining relations between Processes leads to a commonunderstanding of organizational workflow, dependencies,throughput, (handoffs / bottlenecks) and team synergies.Imparts knowledge of organizational design and functions.Increases knowledge of interdependency of roles andfunctions; allows a broad insight to improve teameffectiveness; can even impact overall Org productivity.3/23/201610

Systemic Value of Process Mapping newEnable team leads, analysts and organization leaders toset performance standards/targets, gauge realistic settingand attainment of objectives; aligned to business’ goalsPerformance Status and Enhancement / Innovation toaffect organizational mission, positioningCharting of the Organization Functional effectiveness:measuring mode, capacity and fit of current form toexpected output/results.3/23/201611

Process HierarchyA short Primer on “Levels”Level 0Sets the context of a Process Group to the Org FunctionLevel 1Depicts the skeletal E2E Process (e.g. “Lifecycle View”)Level 2Captures a high-level event sequence of steps in GroupLevel 3Adds Interactions Flow steps result in the Process variantsLevel 4Contains granular details including integration/transitionsto/from other processes, logic and data transformation[s]3/23/201612

Best Practices Set 1: Shaping EffortSelect and Design models for easy uptake, adoptionTailor capture effort, approach, roles to fit the scopeChoose wisely for stewardship, and asset evolution3/23/201613

Select Appropriate Models for Uptake3/23/2016Level 2-3: Events and State Transitions shown; Indicative audience role-types14

Select Appropriate Models for Uptake3/23/2016Level 3: Most system information as call-outs, correlated to areas of Process Interaction15

Select Appropriate Models for UptakeModels for maximum Uptake3/23/201616Level 4 – detailed workflow w/ system/info interactions, flow logic embedded, sans swim-lanes

Tailoring the Approach to Your effortDecide where the effort begin, prepare to justify WhyAssign and relate the context of chosen focus DomainClarify and articulate the business Value and impactFactor in [larger] Audience roles in model groupingsAssign specific roles and strong stewards at outset3/23/201617

Best Practices Set 2: Framing / ContextInclude context view as keystone/departure pointFraming the domain[s] and priority of functionsOngoing: tailor model set for extended team inclusion3/23/201618

Set Context and Frame the DomainOverviewSet “mode” as a viewpoint and a critical anchorDefine/Name each demonstrated business Value areaFinalize the scope of the Domain targeted forelaborationNarrate the transitions and adhere to “Levels”3/23/201619

Context Approach 1: use a MindMap1.03/23/201620The function Process Mgmt” would be a top level concern, branches represent functional groups

Context Approach 2: E2E (Level 1) Process3/23/201621The above E2E process shows the overall framing of a construction project, for an example.

Example: Expressing BV of Focus areaBusiness Objective1.0 To manage cost, time, safety and quality during design,planning and implementation of a new building addition.[Functional] Areas1.1. Contractor Certifications and Authorization1.2. Hiring and Resource Coordination1.3. Materials & Supply Management1.4. Construction and Quality Certification1.5. Financing and Program Management; 1.6: Site Safety/MgmtKey PIs and MetricsBuild Progress, Task/Component Complete, vs. Spend,Speed/Quality (defects, rework, etc.); Utilization (vs. idle)Key Events and MilestonesPlan Approved, Work Auth., Break Ground, Phases of Completion

Framing a DomainAnchor to correlate the Business Value Know what business results are expected whenfunction’s related processes are performed well Understand the dependencies / interplay betweenthe process sets that comprise functional areas Know the business impact when outcomes arenot as expected (i.e. Quality) or as documented.3/23/201623

Enterprise FunctionFocal ContextContext Setting using Domain/Org model3/23/201624The highlighted functional domains are most affected and thus would be put within target scope

Appropriate Context (indicators)Effort matches the scope, objective(s) Facilitation style and participants paired/assignedto appropriate roles by skill-set, fitness to task Capture method, tooling and accessibility paired toexpected collaboration strategy or work styles Level of capture detail assigned based on onparties’ process understanding or area of focus3/23/201625

Optimize the Model SetContent Context yields engagement Choosing the right level[s] to encourage input Openness to new information and validating toencourage higher levels of clarification, accuracy Choosing Visually appealing models encouragesOwnership, usage and ultimately, wide circulation3/23/201626

Best Practices Set 3: Facilitation & FlowFacilitator skills, style and role enforcementRole Assignment, work results communicationGuiding to successful conclusion and output3/23/201627

FacilitationDo’sandDon’tProcess ‘101’ Topics (Today’s Agenda)Always:Encourage team to interact/bond outside of work sessionCall Session to Order and track: time, place, notes, issuesRemind overall context regularly, and hold space forTry to engage a separate modeler or “whiteboarder”.Feel free redirect attention back to overall goal/contextNever:Redirect discussions about step order, begin/end points orhidden elements.Interrupt, disparage or challenge within sessionDiscourage privacy or sidebars out of session doorsAllow attention-seekers to capture the momentum

Facilitation and FlowStart with the value or challenge: “Motivate” Target gaps, to derive real cost and project benefits Try selling up chain – to gain Executive Buy-inScope and set capture expectations: “Direct” Short circuit confusion, resistance and sabotaging Align with corporate direction and initiatives Solidify value by narrating key insights throughoutModel following of a capture process: “Coach” Onboard all new members with a quick review Iterate and demo the capture steps and approach Accepting all info until solid/agreed, keep iterating3/23/201629

Mapping practices - appliedPositive interactions to guide accurate mapping Engage key process-function leads earlyfor added momentum; Partners / clients often can deepen contextand scope Outline first the essential steps, roleinteractions, and info inputs of the processin order to arrive at a group result State expected products or target “effects”.Style Contrast Chart3/23/201630

Choosingthe TeamProcess ‘101’TopicsMembers(Today’s Agenda)Important to begin effort with key processleadersSet expectations and level-set the intent ofeffortTo facilitate recruitment as champion: stay inguiding/service role (begin with end in mind)

Process Mapping core rolesThe following are the roles most instrumental in Mapping work: Facilitator* – guides the process/discussion path Modeler* – organizes steps in sequence, builds model Stakeholder – Business sponsor interested party Steward – Manages the evolution of theprocess/functions. Responsible for currency/update Process Lead – Is fully aware of function and keysteps/events in the process map Documenter – annotates, captures details, context SME – historic, human workflow perspective Architect – delineate system, internal interactions3/23/2016Required*Helpful / IdealOptional32

Modelling / Flow tips“Process Capture” Session Success Factors Follow the process delimiters and endpoints Always try to keep conversation moving** Maintain detail and level consistency(even in drafting/initial capture sessions) Identify / track information “soft spots”o Validate / edit output through Process SMEs & Leadso Replay and recapture variants in bundles/sets to verifyo Accuracy over speed, and conversation vs. dominance3/23/201633

Modelling / Flow tips“Process Capture” Session Success FactorsTarget an attainable end-state for time allotted: Decide on what will be captured and how Preset several steps to tone the tense/level Capture only when all key roles are present Assign/Ensure participant role-performance3/23/201634